There's an arms race happening in sales right now, and it's absurd. On one side: AI-powered SDRs that can scrape LinkedIn, generate personalized emails, send text messages, and spam prospects at ten times the volume of any human sales team. On the other side: AI-powered gatekeepers that screen calls, filter emails, and block the spam with increasing sophistication. The result? AI is fighting AI. And the humans—the actual buyers—are hiding behind their digital walls, unreachab

"We work with companies across industries." I hear this from consulting and training firm leaders all the time. They see it as a strength—versatility, broad capability, ability to serve anyone. It's actually a weakness. And it's probably limiting your growth more than any other single factor. After 25 years in professional services—including roles at Hay Group, Miller Heiman, Richardson, and dozens of consulting engagements—I've seen one pattern repeat over and over: firms th

LinkedIn connections have become a vanity metric for many consulting and training firm leaders. Ten thousand connections. Twenty thousand. The number feels like an accomplishment—proof of reach and influence. But here's what I've learned working with dozens of professional services firms: network size is almost meaningless. What matters is network quality. Four thousand connections with 70% match to your ideal client profile will generate more business than twenty thousand ra

After years of client work, most consulting and training firms have accumulated something valuable: intellectual property. Frameworks developed across dozens of engagements. Methodologies refined through repeated application. Training materials created for client projects. Best practices documented from successful implementations. Templates, tools, models, approaches—all the content that makes your work effective. This IP represents years of investment. You built it through h

Every consulting and training firm needs thought leadership. It builds credibility. It generates visibility. It differentiates you from competitors. It gives buyers a reason to believe you know what you're talking about. But there's a problem with how most firms build thought leadership: they build it around a single person. Usually the founder. Sometimes a charismatic partner. One individual becomes the voice of the firm—the one who writes the articles, delivers the keynotes

When revenue growth stalls at a consulting or training firm, the instinct is usually the same: we need something new. A new service line. A new methodology. A new capability. Something to sell that we couldn't sell before. This instinct is usually wrong. In my experience, most firms don't have a product problem. They have a positioning problem. Their existing capabilities can deliver far more value than their current positioning allows buyers to see. The limitation isn't what

When consulting and training firm leaders need to grow revenue, they almost always start in the same place: new client acquisition. More prospecting. More outreach. More marketing to people who've never heard of them. This is the hard way. There's a faster path sitting in your contact list right now—relationships you've already built but haven't maintained. Past clients. Former colleagues. Industry contacts you've lost touch with. People who already know your work and trusted

Referrals are wonderful. A trusted colleague recommends your firm to a buyer with budget and need. The deal closes quickly. Margins are healthy. The client is predisposed to trust you. If you're running a consulting or training firm, referrals probably represent your best business. Shortest sales cycles. Highest close rates. Strongest client relationships. So what's the problem? The problem is that referral-dependent business development creates an illusion of sustainability

Here's a painful truth I've learned across 25 years in professional services: being the best at what you do doesn't guarantee you'll win. I've worked with consulting and training firms that deliver exceptional results. Their methodologies are sound. Their client outcomes are measurable. Their expertise is genuine. And yet they struggle to grow. Meanwhile, I've seen competitors with inferior capabilities—firms that any objective assessment would rank lower—consistently win bus

Most consulting and training firm CEOs I work with share the same instinct: growth requires expansion. More services. More industries. More client types. Cast a wide net and see what you catch. It's intuitive. It feels like smart business development. And it's almost always wrong. After 25 years as a CMO across firms like Hay Group, Miller Heiman, and Richardson—plus dozens of consulting engagements—I've seen the same pattern destroy growth potential over and over again. Firm